Building Better Teams
Time is money, the saying goes, and lots of it gets lost in disorganization and disruption. In this one-day workshop, participants will learn how to make the most of their time by getting a grip on their office space, organizing their workflow, learning how to use their planner effectively, and delegating some of their work to other people.
Teams have become a principle building block of successful organizations. workshop is a basic course for team leaders and team members, designed to focus on the characteristics of an effective team player and the elements of an effective team. You will leave the workshop with plans for your personal development as a team player and ideas for developing your back-home team.
A critical element of this workshop is the Glen Parker Team Player Survey (PTPS), an 18 item self-assessment instrument that will help you identify your primary team player style, help you increase your personal effectiveness in team situations, and help you effectively develop your group into a high performing team.
Edward Deming, the father of quality management, has said that people can face almost any problem except the problem of people. They can work long hours, face declining business, even the loss of a job, but they can’t deal with the difficult people in their lives. This workshop will help you identify some of the ways you may be contributing to these problems and give you some strategies you can adopt, at work and in your personal life.
This three-day workshop will help you teach participants how to:
- Identify ways you will want to change to improve your team player style.
- Better understand and appreciate differences among team members.
- Identify those ways your team must improve to be more effective.
- About the different kinds of teams
- How to develop team norms
- About the Gradients of Agreement
- How to identify their team player style
- Ways to become a better team player
- Better organize yourself and your workspace for peak efficiency.
- Understand the importance of, and the most useful techniques for, setting and achieving goals.
- Identify the right things to be doing and develop plans for doing them.
- Learn what to delegate and how to delegate well.
- Take control of things that can derail workplace productivity.
- How their attitudes and actions impact others
- Understanding and dealing with conflict
- New and effective techniques for dealing with difficult people
- Coping strategies for dealing with difficult people and difficult situations
- How to identify times when they have the right to walk away from a difficult situation
- Techniques for managing and dealing with anger
- Understanding and managing change
- Ways to build team trust
- Two models of team development
- Develop an action plan for those improvements.
Core Behavioral Competencies Development:
- Team Spirit: The ability and willingness to cooperate as a team. As well as overcoming
- the moment of “That’s not My Job” attitude,
- Creativity: The ability to perceive the world in new ways, to find hidden patterns, to make connections between smilingly unrelated phenomena, and to generate solutions.
- Self-Organization: Initiatives are collective and spontaneous and self ability of a system to spontaneously arrange its components or elements in a purposeful (non-random) manner, under appropriate conditions but without the help of an external agency.
- Transparency: The ability for everyone to expresses oneself clearly and communicate
- ideas that are made understandable to all.
- Respect: Unnecessary tensions and disturbances are avoided and set aside by developing the ability of self respect and the respect of other people differences.
- Conflict Resolution: Problems between players are resolved intelligently and smoothly by having the ability to understand the five most common conflict resolution styles.
- Ability to Prioritize: The ability of the Product Owner to target the delivery of value, and the team contributes to it.
- Commitment: the ability to doing the best to achieve a shared team leadership.